Resource Library

This year’s Thought Leader Forum was an opportunity to engage in executive dialogue around the topic of change leadership with a panel of top executives whose organizations have recently undergone significant changes, such as care model transformation, unconventional affiliations, large-scale acquisition, new service strategy, and infrastructure or organizational changes. We will discuss how they executed and managed change; key lessons learned; and how culture, engagement, brand, and systems factored into the changes.

Expert guidance to help leaders set priorities, make the right decisions and improve results...

A decade ago, BoardSource, an organization supporting nonprofit boards, developed a well known list of aspirational principles of governance. For us they still ring true: “mission driven,” “ethos of transparency,” “compliance with integrity.”

The American Hospital Association (AHA) Board of Trustees, in 2015, created a task force to address these challenges and examine ways in which hospitals can help ensure access to health care services in vulnerable communities. The task force considered a number of integrated, comprehensive strategies to reform health care delivery and payment. Their report sets forth a menu of options from which communities may select based on their unique needs, support structures and preferences.

The role of the board is to govern, not manage, the organization. To that end, the board carries out four roles.

Boards can play a key role in guiding, supporting young health system leaders.

CEOs need to target and develop physicians to play leading roles in health care transformation. Perhaps the greatest challenge health care organizations face over the next decade is physician engagement. As integration and value-driven care continue to advance, physician leaders will be increasingly called upon to meet the demands of a changing landscape.

From time to time as provided in the bylaws, the Board may designate the Vice Chairperson as a Chair-Elect. In such cases, the Chair-Elect’s responsibilities go beyond the usual role of a Vice Chair to lead the board in the Chairperson’s absence. The responsibilities of a Chair Elect include...

Innovation can fuel the organizational agility necessary to achieve breakthrough levels of value and performance in health care. This Workbook describes a four-step process that health system boards and leaders can use to develop a sustainable innovation capability. Drawing techniques and perspectives from health care and other fields, the approach facilitates organization-specific solutions.

Boards and CEOs must constructively address the succession imperative. Succession planning for the CEO and other senior leadership positions is critical to organizational continuity and stability, especially in a transforming healthcare field.

As health care transforms, boards are tying executive compensation to long-term performance.

Incentive compensation plans are intended to focus executives’ attention on their organizations’ most vital priorities and initiatives. As health care organizations revise their business strategies to address the ongoing transformation of care delivery and payment, health care boards also need to reassess the structure and measures of performance in their executive incentive compensation plans.

When trustees are appointed to the board of Manatee Memorial Hospital, they have a steep learning curve as they settle into this new role. Providing an orientation program and performing frequent performance evaluations help to ensure that trustees receive the training, resources and ongoing support they need to serve the organization.

This monograph offers guidance on proactively considering best practices in executive pay, including the changing role of incentive compensation, good governance practices to mitigate risk and choosing appropriate peer comparison data to support the compensation decision-making process.

A three-stage framework can help boards to identify information technology priorities

The complexities inherent in performance-based contracts call for increased board oversight

What if the typical hospital board meeting — multiple hours spent on endless pages of financial data, slide after slide of bullet points and little time left for meaningful discussion — could be more engaging and less time-consuming? With some planning and practice, boards and senior executives can make this happen.

In the new era of health care, hospital boards must consider a different kind of leadership style

This monograph will focus on the Board’s role in plugging into how these processes are carried out within their organizations and on how the Board role is evolving. Among other things, we will address the characteristics of relationships among health care organizations and physicians that, if nurtured and respected, will enable the challenges of tomorrow to be more easily surmounted.

In July 2011, five national health associations jointly urged hospital and health system leaders to take three steps to help eliminate health disparities and improve quality of care. These steps called for increasing...